Report calls for change at Labour Relations Commission

Better pay for existing key employees, the recruitment of extra staff and changes in organisational structures are among the key recommendations of a report on Ireland's Labour Relations Commission (LRC), made public in March 2003

Mercer Human Resource Consulting was recently commissioned by the Department of Enterprise and Employment to carry out a review of 'the staffing, recruitment, grading and business processes' of the Labour Relations Commission (LRC). Its report, which was completed in November 2002, was made public in late March 2003 by Industrial Relations News (IRN), the independent weekly report. It found that the Labour Relations Commission requires significant organisational change, as well as better pay for existing key staff, if it is to maintain its level of services and meet new challenges. The report states that, while customers are satisfied with the standard of service they receive, they regard staff retention problems as the single greatest threat to the future of the Commission.

The LRC was established by law in 1991 'to promote the development and improvement of Irish industrial relations policies, procedures and practices through the provision of appropriate, timely and effective services to employers, trade unions and employees'. It offers services such as conciliation and advice and undertakes other activities relating to the improvement of industrial relations practices.

A survey of users carried out by Mercer found that the LRC is perceived to have two great strengths – the quality and commitment of its staff and its reputation for achieving successful outcomes. 'However, there was also an acknowledgement that the LRC is over-stretched, will find it difficult to carry on with its current workload and does not have the capacity to take on new work in the future.'

The report draws particular attention to the workload of the senior staff in the conciliation service - the director, deputy director and five senior industrial relations officers (IROs) – who are responsible for 'roughly half the total number' of conciliation cases. The same people, the report says, not only handle the 'most difficult and complex cases', but their level of workload is such that they do not have enough time to 'mentor' and develop the wider IRO group.

To tackle these staff needs, the report recommends the recruitment of eight extra staff and says that 16 positions should be upgraded. Based on average salary for each grade, the estimated costs of these staff-related recommendations in one year is EUR 537,200. A further budget of EUR 135,000 is earmarked for areas such as staff development, communications and training.

The report also wants arrangements to be made as soon as possible to allow the LRC to recruit from as wide a base as possible. This suggestion was made, but not acted upon, in earlier strategic reports prepared by the LRC itself. However, the Mercer report gives the idea some impetus by suggesting that, once a new organisation structure is in place, the 'possibility' of recruiting one in three persons from the private sector should be 'fully explored'.

The main stumbling block to implementation of the report is likely to be the Department of Finance. However, the LRC and the trade unions that represent its staff have a strong case for action on the central recommendations.

The report also recommends the reorganisation of the LRC into four divisions to reflect its different functions: dispute resolution and industrial relations advisory services; industrial relations development and strategy; the Rights Commissioner service; and corporate services. Each division should be headed by a director reporting directly to the chief executive.